The MOVE FrameworkThe 4-Question Go-to-Market Model for Scaling Companies
A four-question executive framework for understanding where your company is, what needs to change, and how GTM must evolve as your business scales.
Framework LibraryWhat Go-to-Market Actually Is (And What It Isn’t)
In the Wall Street Journal bestseller MOVE, Sangram Vajre and Bryan Brown introduced a formal definition of Go-to-Market designed to break companies out of departmental silos:
“GTM is a transformational process for accelerating your path to market with high-performing revenue teams delivering a connected customer experience.”
This definition establishes four essential truths every executive team must embrace:
1. A Transformational Process
GTM is not a one-time project, campaign, or product launch. It is an ongoing operating discipline that continuously evolves.
2. Path to Market
A repeatable, scalable revenue pipeline operating at the highest possible ROI — not merely a single sales channel.
3. Revenue Teams
Customer Success + Marketing + Sales + Product working as one unified revenue engine, orchestrated through RevOps.
4. Connected Customer Experience
The buyer is recognized seamlessly at every touchpoint, eliminating painful departmental handoffs and friction.
The 4 Questions Every GTM Leader Must Answer
No matter what stage your company is in, sustainable scale requires clear, executive-level consensus on four fundamental questions. As the business grows, the answers to these questions will change, but the questions themselves remain constant.
Market
Whom should we market to?
Defining the specific segment, industry, and buyer persona where your product creates the highest demonstrable ROI and shortest sales cycle.
Executive Takeaway: Focus on where you win with the highest win rates and lowest CAC, rather than pursuing broad, undifferentiated demand.
Operations
What do we need to operate effectively?
Establishing one unified source of analytical truth and operational handoffs across Marketing, Sales, Customer Success, and Product.
Executive Takeaway: Eliminates departmental dashboard disputes by consolidating reporting under an Executive GTM Scorecard.
Velocity
When can we scale our business?
Measuring and accelerating how quickly new hires reach quota and how consistently revenue teams execute unified plays.
Executive Takeaway: Scaling too early without velocity creates high headcount drag; velocity proves your unit economics are ready for capital.
Expansion
Where can we grow the most?
Determining the optimal expansion vector: selling more to existing accounts (Sales), entering new geos/segments (Coverage), or launching adjacent products (Solutions).
Executive Takeaway: Protects Net Revenue Retention (NRR > 110%) by turning existing customers into the primary growth engine of the enterprise.
The Core Stakeholder Roles in GTM Transformation
GTM breakdowns are rarely caused by a lack of effort. They happen when stakeholders step outside their natural roles or leave critical functions unowned. Effective GTM requires clear division between executive governance and functional operational leadership.
The 4 Executive Leadership Archetypes
Investors & Board
Coach the executive team through the 3Ps maturity stages without forcing growth-at-all-costs metrics that mismatch the current stage.
Chief Executive Officer
Own the company-wide GTM operating process. GTM cannot be delegated to sales or marketing; it is the CEO’s central growth discipline.
Chief Marketing Officer
Deliver a unified brand experience and point of view that generates high-intent pipeline across the entire revenue flywheel.
Chief Revenue Officer
Deliver a connected customer journey across Sales and Customer Success, optimizing acquisition, retention, and expansion.
Critical GTM Function Leaders
These leaders make the GTM operating process work across the full customer lifecycle. They partner with the Owner, Galvanizer, and Orchestrator to bring customer, product, and GTM performance data into every major decision.
Customer Leader
Owns the post-sale customer experience—ensuring the company retains, grows, and learns from the customers it acquires. Brings customer health, adoption, retention, and expansion signals back into GTM decisions.
Product Leader
Connects market and customer insight to product strategy, roadmap priorities, packaging, and value delivery. Ensures the company is building products that create meaningful customer value in its priority segments.
Revenue Operations Leader
Owns the shared GTM data, systems, processes, and scorecard that give leaders a single source of truth. RevOps should operate with enough independence to surface what is—and is not—working across Marketing, Sales, Customer Success, and Product.
Enablement Leader
Translates GTM strategy into consistent execution by equipping teams with the knowledge, tools, and reinforcement required to adopt new motions, messages, and operating processes.
Mastering Velocity Ramps & Expansion Paths
Velocity and Expansion are where most scaling companies get stuck. Companies often attempt to scale headcount before proving velocity, creating severe operational drag.
The 2 Velocity Ramps
Velocity is not simply "closing faster." It is governed by two interconnected ramps that must be solved together:
- The People Ramp: How quickly a new hire reaches full productivity and quota attainment.
- The Enablement Ramp: How consistently marketing, sales, and CS execute shared playbooks and messaging.
The 3 Expansion Paths
Sustainable enterprise value requires identifying the right expansion path for your current maturity stage:
- Sales Expansion: Selling more licenses, tiers, or usage into existing accounts.
- Coverage Expansion: Expanding into new buyer personas, verticals, or geographic territories.
- Solutions Expansion: Launching complementary products and platforms to expand TAM.
From MOVE Mindset to GTM Operating System Execution
MOVE provides the diagnostic framing and strategic clarity. However, strategic clarity without an operating system leads to execution drag. To bring the MOVE framework to life, leadership teams install the GTM Operating System™ (GTM OS) across their organization.
Ready to translate MOVE into an operating rhythm?
Explore how the 8 Pillars of GTM OS operationalize Market, Operations, Velocity, and Expansion into daily cadences and executive scorecards.
Run the MOVE Assessment with Your Leadership Team
Work with a certified GTM OS partner to run a facilitated MOVE diagnostic workshop, identify stage misalignment across Marketing, Sales, and CS, and build your 90-day operating roadmap.